Narrative: d. 1.

Goal 1:      To maximize opportunities for individuals with disabilities in achieving competitive integrated employment and promote self-sufficiency.

Objective A.   Provide quality vocational rehabilitation services leading to competitive integrated employment outcomes for 1,500 eligible individuals with disabilities annually through PY 2025.

Strategy 1.      Evaluate and monitor case record documentation to maintain at least a 90% average level of compliance with LRS policy and procedures.

Progress:        The LRS Quality Assurance unit conducts annual case reviews of each caseload by electronically accessing the AWARE case management system and examining physical case files that contain medical records, signature forms, invoices, and other original documents. Following the QA Review, each region was provided a formal report detailing findings, compliance ratings, and recommendations. To ensure transparency and accurate interpretation of the review process, the QA unit and Regional Managers directly address questions and concerns related to the report.  For PY 2022, the Quality Assurance unit reviewed 221 randomly selected case records (3,699 items) from 83 active caseloads utilizing the Monitoring form, QA-1. This produced a composite agency score of 93%. The results of the QA reports were utilized to recommend statewide and regional trainings.

Strategy 2.      Explore opportunities for consumers to participate in Telework in order to increase employment outcomes. 

Progress:        Because telework has been shown to have a positive impact on employment outcomes, Rehabilitation Employment Development Specialists (REDS) are responsible for informing both LRS Counselors and consumers when telework opportunities become available.  At times, employers with telework/remote positions available will contact the Program Coordinator who will then distribute that information to the REDS.  When necessary, the Program Coordinator will invite that employer to the REDS bi-monthly meetings in order for our REDS to have a clear understanding of the essential qualities needed for that telework opportunity.  

Strategy 3.      Identify and collaborate with employers to provide job development, work-based learning experiences, and job placement.

Progress:        Louisiana Rehabilitation Services continues to partner with our Community Rehabilitation Providers (CRPs) to secure competitive integrated employment outcomes for individuals with disabilities throughout the state.  Vocational Counselors and Rehabilitation Employment Development Specialists, along with the CRPs, are networking with businesses by providing information about available services, tax incentives, and offer participation in job fairs.  Employers were able to obtain employees through Direct Job Placement, On-the-Job Training, and Work Based Learning Experiences. 

Strategy 4.      Increase Counselor presence in secondary education settings in order to improve provision of vocational rehabilitation services to transition students.

Progress:        Louisiana Rehabilitation Services provides Pre-Employment Transition Services to students with disabilities who are interested in and need the program.  A Vocational Rehabilitation Counselor is assigned to each high school, participates in IEP Meetings, Career Fairs, and Transition Expos.  The Counselor provides support throughout the Pre-ETS and/or rehabilitation process.  

Strategy 5.      Coordinate with employers on transition services for youth and students with disabilities.

Progress:        Louisiana Rehabilitation Services has coordinated with employers to provide information about Pre-Employment Transition and Vocational Rehabilitation Services.  Flyers and brochures have been produced and distributed to employers.  LRS staff and CRP’s continue to identify new employers to provide Work-Based Learning Experiences, Job Shadowing, and Site Visits for students participating in Pre-Employment Transition Services. Employers also were engaged in Job Fairs to promote employment opportunities to LRS participants.

Strategy 6.      Increase resources for assistive technology assessments and devices to improve employment outcomes

Progress:        LRS created a new electronic vendor application for new assistive technology providers. Technical assistance to Regional LRS staff was provided regarding the updated assistive technology (AT) vendor application and approval process. The goal is to improve efficiency in screening and renewing AT providers.  Additionally, LRS increased expenditures by 12% from SFY2022 to SFY2023.  In addition to the new Vendor Application, Build America, Buy America Act (BABAA) compliance documentation was created for home modification providers. LRS requires home modification contractors to sign the new BABAA Compliance Acknowledgement form prior to providing home modification services.

Strategy 7.      Make all LRS documents available in accessible formats.

Progress:        All LRS documents are made available in accessible formats, including via email, Braille, etc.  Regional offices notify the Blind Services Executive Director when they require copies of documents in an alternate format such as Braille, and we utilize our braille printer to produce documents as needed.  In addition to this, we regularly produce documents in an alternate format for the members of the Louisiana Rehabilitation Council. 

Strategy 8.      Ensure LRS office buildings are 504 compliant.

Progress:        The LRS Assistive Technology Program Consultant participates in the Louisiana Governor's Advisory Council on Disability Affairs (GACDA) Accessibility Committee to share strategies on compliance for Section 504. Concerns were discussed in the GACDA meetings regarding accessibility issues in public buildings and the processes for reporting have been discussed. The GACDA Accessibility Committee has engaged the State ADA Coordinator and State Fire Marshall offices for collaboration on 504 compliance efforts.

Strategy 9.      Expand employment opportunities through improved interfaces with professional organizations focused on employment.

Progress:        Rehabilitation Employment Development Specialists (REDS) are active in various organizations across the state including local Chambers of Commerce, Society of Human Resource Managers (SHRM), and other business-related groups. The Program Coordinator also acts as the agency contact for the National NET and TAP programs managed by CSAVR.  In addition, our REDS access the Talent Acquisition Portal (TAP) to identify competitive integrated employment opportunities and as a career counseling tool for students with disabilities.

Strategy 10.    Increase outreach to targeted populations who are identified by the Comprehensive Statewide Needs Assessment as being unserved/underserved, including those needing supported employment.

Progress:        Louisiana Rehabilitation Services offers eligible consumers within the Department of Corrections and Office of Juvenile Justice systems to participate in services such as: Job Readiness Training, Job Placement, and Technical Training.  Efforts of this nature are intended to not only achieve successful employment outcomes for individuals with disabilities but also assist the State with reducing recidivism.  The LRS Lafayette region collaborates with a local homeless coalition (The Refinery) to assist impoverished individuals to be self-sufficient, which includes pursuing employment toward earning sustainable income.  LRS and the Office of Behavioral Health (OBH) continue to work in tandem to establish protocols that allow both entities to mutually serve consumers with serious mental illnesses.

Strategy 11.    Explore options for collaboration to provide transportation to consumers in rural areas.

Progress:        LRS Program Consultant participates in the Louisiana Governor's Advisory Council on Disability Affairs (GACDA) meetings to collaborate on improving transportation options for people with disabilities. Members of GACDA are working towards interagency collaborations to address transportation issues in rural Louisiana. GACDA members met with Louisiana Department of Transportation and Development (DOTD) representatives regarding rural transportation. Due to budget limitations that prevent addressing rural transportation issues, the GACDA Accessibility Committee requested a study resolution to identify all non-transportation agencies that spend program dollars on transportation initiatives. House Concurrent Resolution (HCR) 40 requests state agencies to report certain fiscal data on transportation services provided to their consumers. HCR 40 passed unanimously and was sent to the Secretary of State.

Strategy 12.    Explore options for collaboration to provide services to specific disability populations including those diagnosed with developmental/intellectual disabilities, autism, mental illnesses or addictive disorders, blindness/deaf-blindness, deafness/hard-of-hearing or individuals who are students in transition.

Progress:        LRS has been collaborating with the Office of Behavior Health to implement Individual Placement and Support Supported Employment Services (IPS) as an employment services for individuals with serious mental illness.  In March 2021 Administrators from OBH and LRS participated in IPS Leadership Training provided by Westat. Following this training, the group began to discuss ways in which funding for IPS could occur. Braided funding was suggested. Meetings have been held with the goal of determining how funding might take place between LRS and Medicaid without duplicating services or funding.  In December 2022, Louisiana was one of 7 states to participate in the Advancing State Policy Integration for Recovery and Employment initiative (ASPIRE), where The U.S. Department of Labor and the Office of Disability Employment Policy (ODEP) contracted with Westat, a research firm based in Rockville, Maryland, to provide technical assistance to the states that participated.  Through this initiative state and federal agencies, mental health service providers and other stakeholders were provided a forum to explore policies and practices for implementing evidence-based models aimed at increasing competitive integrated employment for people with mental health conditions.  Technical Assistance continues to be provided through the ASPIRE initiative to determine ways Louisiana can fund IPS, including VR funding, Medicaid Waiver funding, and Medicaid State Plan funding. This Technical Assistance is ongoing, and LRS and OBH meet with the Aspire team on a regular basis.  In July 2022 the Helen Keller National Center (HKNC) hired a Deaf-Blind Specialist to provide Job Placement and Job Development services to the LRS across the state. LRS and HKNC had discussed hiring a deaf-blind specialist to serve Louisiana in an effort to increase competitive integrated employment in Louisiana for this population.  The LRS Lafayette Region sees the largest number of deaf-blind applicants in the state; therefore, it was decided that services would be provided in that region first and extend as the needs are identified. In April 2023 HKNC was approved to also provide Pre-Employment Transition Services. Unfortunately, HKNC began having staffing issues by the end of PY22 and no longer has a deaf-blind specialist available to serve Louisiana.

Strategy 13. Explore strategies for certification of customized employment vendors statewide.

Progress:        LRS collaborated with the Louisiana State University Human Development Center, which serves as the state’s University Center for Excellence in Developmental Disabilities (UCEDD) to train and certify approved LRS vendors for supported and customized employment. LSUHDC staff are participating in a train-the-trainer model working toward becoming certified customized employment trainers.  After this training has been completed, they will have the ability to train and certify LRS vendors in Discovery, Customized Job Development and Systematic Instruction.

Strategy 14. Collaborate with LDH to determine if individuals receiving services in non-integrated settings or earning sub-minimum wages are interested in competitive integrated employment and eligible for VR services.  

Progress:        LRS collaborated with the Office for Citizens with Developmental Disabilities (OCDD) in the redesign of their supported employment process for when an individual chooses to obtain employment in the community.  A flow chart was developed to outline the responsibilities of the OCDD Support Coordinator, the LRS Counselor, and the Consumer and the Employment Service Provider.   Additionally, the training related to supported employment for their providers so as to make it easier for their providers to serve both LRS and OCDD.  The referral process was outlined for all parties in the hope to minimize the time needed for VR to assess for eligibility and to expedite IPE development.  LRS Counselors and OCDD Support Coordinators continue to work together to coordinate the VR application process for individuals with developmental/intellectual disabilities. 

Objective B.  To expend a minimum of 15% of LRS federal funding to make available Pre-Employment Transitions Services (Pre-ETS) to applicants and potentially eligible students with disabilities.

Strategy 1.      Perform comprehensive statewide needs assessment to determine needs of students with disabilities.

Progress:        LRS issues surveys for Needs Assessment purposes to all consumers who have a currently open case or were closed within the year prior to the survey, which includes students with disabilities receiving Pre-Employment Transition Services.       

Strategy 2.      Expand outreach to students with disabilities to make them aware of VR services including Pre-ETS.

Progress:        LRS is consistently reaching out to Local Educational Agencies (LEAs) with information on the Pre-Employment Transition Services activities offered. Each Rehabilitation Counselor assigned to a school makes contact with information about Pre-Employment Transition Services. Information is sent to LEAs in reference to Third-Party Cooperative Arrangements (TPCAs) and how they can benefit students with disabilities. LRS will accept offers to speak at events, conferences and conventions to explain Pre-Employment Transition Services. Brochures have been produced and distributed. LRS has also partnered with organizations who provide information and technical assistance to LEAs on providing Pre-Employment Transition Services to students with disabilities.

Strategy 3.      Monitor the provision of Pre-ETS services to determine effectiveness and possible improvement to service delivery process.

Progress:        Monitoring of the Pre-Employment Transition Services program is conducted in-person annually by Transition Program Coordinators for TPCAs and fee-for-service vendors to ensure they are providing classroom activities that meet the definition of Pre-Employment Transition Services. Feedback containing both positive observations and corrective actions needed are documented and provided to all providers at the conclusion of each monitoring session. “Best Practices” are also compiled and shared with all providers.

Strategy 4.      Collaborate with LDOE and LEAs to expand service provision of Pre-ETS.

Progress:        LRS has received lists of contacts from all LEAs statewide and have sent letters through the regional offices about what is offered through Pre-Employment Transition Services and how it is offered (Counselors, fee-for service, or TPCA). LRS sends information on the TPCAs as requested or when hearing that a school district is interested in Pre-Employment Transition Services.

Strategy 5.      Collaborate with employers to provide work-based learning experiences to students with disabilities.

Progress:        The Transition Specialist providing services through the TPCA conducts outreach with employers in their area. They will then notify LRS who sends out W-9 and direct deposit forms, as well as instructions on the reimbursement process. If the employer is interested, LRS will also set them up and provide training through the vendor portal in AWARE.

Strategy 6.      Identify and collaborate with partners to provide support services to students in transition or receiving Pre-ETS services.

Progress:        LRS collaborates with potential fee-for-service and Third-Party Cooperative Arrangement vendors regarding Pre-Employment Transition Services to develop and establish more opportunities for students with disabilities.  Opportunity Now, a Community Rehabilitation Program, is currently piloting a program through LRS to provide embedded Pre-Employment Transition Services in willing school systems located in different regions of the State.  Services provided through this program are conducted with students in the school setting which fosters consistent participation.

Strategy 7.      Explore options to increase the number of Counselors dedicated to providing services to transition students.

Progress:        All schools in the State are assigned a VR Counselor to facilitate cooperation with the provision of Pre-Employment Transition Services to students with disabilities.  At this time, due to staffing shortages, there are no Counselors dedicated solely to working caseloads for transition students.

Objective C.   Increase the number of Randolph-Sheppard Managers earning at least $25,000 annually by expanding opportunities and enhancing consumer service delivery in the Randolph-Sheppard Program.

Strategy 1.      Monitor all legislation, which might impact the program’s preference (first choice at selecting to occupy available locations).

Progress:        The Blind Services Executive Director and Randolph-Sheppard Program Manager review legislative bills that have been introduced which have been identified as having a potential impact on the Randolph-Sheppard program.  Based upon this analysis, recommendations are made to LWC leadership regarding the legislation.  During the 2023 legislative session, there were no bills identified as having a potential impact on the Randolph-Sheppard program.

Strategy 2.      Expand training opportunities for licensed blind managers to enhance skills, entrepreneurial abilities, and quality of service to customers.

Progress:        In an effort to expand training opportunities in the program, Louisiana Rehabilitation Services has subscribed to the Blind Entrepreneur’s Initiative, (BEI), and have made their training opportunities available to all currently licensed Randolph-Sheppard blind vendors in the state.  These opportunities have been offered as podcasts, Zoom presentations, and other online training opportunities.  When notification of training opportunities offered by the BEI are emailed to subscribers, it is forwarded to all licensed vendors.

Strategy 3.      Consider merging locations with annual earnings below $25,000.

Progress: In consultation with, and with the Active Participation of the Elected Committee of Blind Vendors, the decision was made to merge the low performing snack shop at the Capitol Area Transit Services bus terminal with the vending only facility at the Department of Agriculture located approximately one mile away.  Due to severe water damage, the snack shop at the Shreveport Police station was forced to permanently cease operations; however, the vending machines remain in operation.  The nearby Shreveport State Office snack shop, which had been closed for over two years due to the pandemic, was reopened under the management of the Police Station’s blind vendor. This has allowed him to mitigate the income losses, which occurred as result of the closure.  Acting on the guidance from RSA through RSA-TAC 21-02, which assures that all income from third party operators on federal property go directly to a blind vendor, the vending machines at several federal facilities were turned over to blind vendors.  This includes several postal locations, as well as the National Aeronautical and Space Administration’s Michoud Assembly Facility in New Orleans.  The Randolph-Sheppard locations at the main campus of Delgado Community College in New Orleans was previously managed by two blind vendors. One vendor managed the cafeteria, catering and vending while another blind vendor operated the high volume Einstein Bagel franchise on campus.  Due to diminished in person student attendance since the pandemic, these two locations have been merged under the management of the remaining blind vendor 

Strategy 4.      Identify opportunities for new assigned and unassigned locations, including a staff position.

Progress:        Efforts are ongoing to develop new assigned locations on the various military installations throughout the state. Letters requesting permission to conduct site surveys have been mailed to the Commanding Officers at Fort Johnson, Barksdale Air Force Base, as well as the Naval Support facility in Belle Chase.

Strategy 5.      Monitor existing Randolph Sheppard Managers to ensure they are completing the required paperwork and reporting properly.

Progress:        In an effort to ensure efficient and accurate reporting, blind vendors are required to submit forms detailing the financial condition of their business on a monthly basis to LRS.  These forms include information that is required for the completion of the RSA-15 federal report, which includes purchases of merchandise, total sales, and all other expenses for their business.  Upon receipt of the forms from the blind vendors, the Randolph-Sheppard Management Analyst inputs the data into a spreadsheet so that current and past data for the facility/vendor can be analyzed.  Comparisons can also be made with data from other comparable Randolph-Sheppard facilities in an effort to identify trends.  The data is also analyzed to determine what recommendations can be made to the blind vendor to improve their profitability, as well as to highlight positive actions they have taken to improve their location(s).     

Goal II:     To ensure that Louisiana Rehabilitation Services has necessary and qualified rehabilitation personnel to provide quality vocational rehabilitation services to individuals with disabilities to achieve competitive integrated employment and self-sufficiency.

Objective A.   Provide training resources to 100% of staff in order to increase their efficiency in service provision through PY 2022.

Strategy 1.      Implement upgrades to the Accessible Web-based Activity and Reporting Environment System (AWARE) software.

Progress:        All upgrades were implemented through PY2022 to correlate with the state and federal guidelines. All staff were trained on the changes in AWARE and were instructed on the information needed to address these changes. Supervisors were given instructions on monitoring the new information and changes in AWARE. Vendors were training to use the vendor portal and they continually receive training on all new upgrades.  Several trainings were completed during the year with LRS staff regarding paperless processes and the new plan amendments functions.  Special recorded trainings were completed on measurable skills gains, credentials, and educational goals.

Strategy 2.      Identify alternative methods of succession training for staff members interested in pursuing leadership positions.

Progress:        Louisiana Rehabilitation Services sponsored thirteen (13) District Supervisors to attend the University of Arkansas Currents’ LeadVR training. It was a series of eight live, interactive online training and professional development modules for aspiring mid-level managers. The training sessions were recorded and available to anyone enrolled. Each session in LeadVR offers participants the opportunity to explore the current and future face of VR leadership and organizational change.  Additionally, LRS State Office staff inform employees of leadership training opportunities as they become available.

Strategy 3.      Provide in-service training to regional staff annually through a variety of methods as identified by training needs assessments/surveys and quality assurance reviews.

Progress:        Each LRS Regional Office is required to complete at least two (2) hours of in-service training monthly. The office must submit their agendas and exit surveys for each event.  Topics for PY 2022 included but were not limited to: Technical Assistance and Guidance Manual material changes, Pre-Employment Transition Services, Rehabilitation Technology Assessments, Home Modifications, Functional Limitations, and Vocational Rehabilitation terms. LRS State Office staff also conducted virtual statewide training through Zoom and in-person training for field staff in each office.

Strategy 4.      Provide support for professional staff to obtain a master’s degree in Rehabilitation Counseling.

Progress:        Professional staff who have successfully completed an original probationary period of employment with LRS or have promoted to the Rehabilitation Counselor position after one (1) year of employment, and whose most recent performance evaluation is at least successful, are eligible for LRS funding for their post-secondary education. Staff who take advantage of this stipend program must sign a contract with LRS that defines employment payback obligations. Once approved, expenses such as tuition, required textbooks, manuals, supplies that are required for the courses taken, and Educational Leave will be funded by LRS.

Strategy 5.      Develop and implement methods to increase recruitment and retention of qualified staff.

Progress:        The LRS Director conducts presentations at Southern University of Baton Rouge to educate students on Vocational Rehabilitation and how LRS administers this program statewide.  These speaking events encourage potentially qualified students and candidates to perform internships through LRS (primarily at the Baton Rouge Regional Office), and to become a VR Counselor with LRS.  Although Southern University currently offers the only Master’s degree in Rehabilitation Services in the state, more colleges and universities are developing programs that are CACREP accredited, which would also produce potentially qualified candidates for Counselor positions.  Outreach with the Disability Offices and Career Centers located on college/university campuses statewide has been conducted to advise of VR Counselor position information and recruitment.  In-person outreach has also been conducted with these offices, which has resulted in LRS staff participating in collegiate job fairs.  Additionally, Louisiana State University Shreveport is also in the approval process to add a Master’s degree program in Rehabilitation Counseling.  The LRS Director is also collaborating with Louisiana State Civil Service on a request for a Special Entrance Rate to offer higher starting salaries for candidates in Rehabilitation Counselor positions.  Qualifications of candidates selected for all positions are considered; and if the candidate’s qualifications exceed minimum requirements (are considered extraordinary), the candidates are offered a higher starting salary as allowed by State Civil Service.  When appropriate, salary adjustments are made for staff with similar qualifications in the same position to avoid pay compression issues.

Strategy 6.      Provide LRS staff with disabilities, written or electronic communication in accessible format(s) or provide other reasonable accommodations.

Progress:        All LRS documents are made available in accessible formats.  Regional offices notify the Blind Services Executive Director when they require copies of documents in an alternate format such as Braille, and we utilize our braille printer to produce documents as needed.  While conducting ZOOM meetings, live transcription or closed captioning is enabled.  As necessary, LRS also secures a certified American Sign Language interpreter for staff or consumers to participate in meetings and events.

Goal III:   To maximize resources and pursue innovative means to leverage the state’s full federal VR grant allotment.

Objective A.   Work collaboratively with Partners to leverage funding in order to ensure that services to consumers with disabilities are accessed and utilized to the utmost extent by PY 2026.

Strategy 1.      Continue collaboration with the Second Injury Fund (SIF) and request an increase in funding to assist consumers in obtaining or maintaining employment.

Progress:        The Second Injury Board approved funding up to one percent (1%) of the board's annual budget, which was allocated to Louisiana Rehabilitation Services for use in assisting potential employers and funding direct services for qualified employees with permanent partial disabilities to achieve or maintain employment through the Vocational Rehabilitation Program.  In PY 2022, the Second Injury Board allowed LRS to expend $535,000 from the Worker’s Compensation Second Injury Fund, which was also allowable as matching funds.  Quarterly reports from LRS are provided to the Second Injury Board throughout the program year.

Strategy 2.      Explore and implement third party cooperative arrangements with public entities and/or establishment projects with Community Rehabilitation Programs and/or public/private non-profit entities based on the needs identified in the Comprehensive Statewide Needs Assessment.

Progress:        LRS has fifteen (15) Third Party Cooperative Arrangements (TPCAs) established with the following school districts and charter schools: Bossier, DeSoto, Evangeline, Franklin, Grant, Livingston, Natchitoches, Iberia, Calcasieu, Sci Academy, Livingston Collegiate, GW Carver, Collegiate Baton Rouge, Educators for Quality Alternatives, and Rosenwald Collegiate. Transition Specialists are funded through these arrangements to provide the required Pre-Employment Transition Services to students with disabilities within their school or school district.

Objective B.   Monitor and evaluate 100% of the Community Rehabilitation Programs (CRPs) for quality and cost effectiveness of service provision in order to assure compliance with agency standards through PY 2020.

Strategy 1.      Monitor and evaluate CRPs through a Regional Biennial Renewal Process.

Progress:        The Bureau of Community Rehabilitation Programs completed programmatic reviews of CRP's across the state. Of those found to have deficiencies, feedback was provided regarding non-compliant areas and corrective action was taken to enable the CRP to become compliant. The triennial renewal was completed. Non- compliant vendors were required to take corrective action prior to renewal. CRPs are continuously monitored at the regional level for quality performance as quality indicators must be met prior to payment for services. In an effort to make the renewal process more manageable in consideration of the number of vendors to LRS staff, the renewal process was changed from every three (3) years to every two (2) years. LRS serves eight (8) regions across the state. Regions assigned odd numbers (1,3,5 and 7) renew in years ending in odd numbers (e.g. 2021, 2023, 2025, etc.) and regions assigned even numbers (2,4,6, and 8) renew in years ending in even numbers (e.g. 2022, 2024, 2026, etc.).  LRS created a new vendor renewal application. The new application helps ensure that applicants applying for renewal are compliant with applicable Community Rehabilitation Program Standards. Although, there is ongoing CRP monitoring on the regional and state level, LRS vendors were asked to complete the renewal applications as a way to monitor vendors’ compliance.

Strategy 2.      Monitor and evaluate the cost effectiveness of service provision by reviews of a sample of CRPs through site visits on an annual basis.

Progress:        LRS contracted with Louisiana State University (LSU) to conduct a comparison analysis of other state’s payment models and to propose new reimbursement and fee structure for the supported employment model study to identify where LRS rates for employment services fall in comparison to other states. As a result of the rate study, the supported employment milestone payment structure was revised to include additional milestones to cover job search assistance and to ensure that vendors can support individuals in supported employment for longer periods maximizing the 24 months allotted for supported employment services before transfer to extended services. Vendors have complained in recent years of not receiving enough funding to cover overhead and expenses during the period preceding job placement.  LRS is in the process of developing a rate for job search assistance in order to respond to this concern, as well as to ensure this service is being properly coded and reported.  LRS will continue to review rates for services when it appears that a rate is too low or if a request for review is received.

Strategy 3.      Annually measure consumer satisfaction with CRP services through a survey instrument.

Progress:        The Consumer Satisfaction Survey conducted before each Comprehensive Statewide Needs Assessment contains questions to report on the effectiveness of CRPs from the perspective of the consumers.  The most recent survey conducted in 2021 yielded results to indicate more CRPs are needed (especially in rural areas), and current CRPs need to expand or improve service delivery.

Strategy 4.      Conduct outreach to determine potential vendors who can collaborate to serve targeted populations in rural areas including, but not limited to individuals who are veterans, mentally ill, previously incarcerated, recovering from addictive disorders, or homeless.

Progress:        Regional Managers determine areas of service in which vendors are needed within the parishes they serve. If a shortage of service providers is identified within a region, the Manager will conduct outreach to determine interest by the public or local service organizations qualified to provide the targeted services.  LRS staff attend weekly meetings with other Workforce Development partners: Disabled Veteran Outreach Program (DVOP), Local Veterans Employment Representatives (LVER), Business Service Representatives, and Industry Sector Coordinators to coordinate efforts on community engagement for identifying employment opportunities for various populations.    

Strategy 5.      Explore the use of a vendor quality instrument and/or questionnaire for counselors/consumers to be used to provide informed choice.

Progress:        LRS has considered the use of a “report card” for vendors; however, this has not yet been developed. 

Objective C.   Explore the use of technology to increase LRS efficiencies in processes to realize cost savings.

Strategy 1.      Explore requirements to upgrade AWARE to a paperless system.

Progress:        The vendor portal was implemented in September 2021, which allows vendors to submit electronic invoices for payment.  The vendor portal has been upgraded at least four times a year that includes additional features for vendor use.  Progress reports and assessments can now also be attached with each invoice.  Additional data pages in AWARE now allow attachments.  The AWARE Sign feature is now used for additional processes such as all eligibilities and all Individualized Plans for Employment (IPEs).  Additional layouts have been developed for many processes such as reviewing and approving vendor portal requested payments, reviewing eligibility and IPE timelines, and various Pre-Employment Transition Services requests.  All layout results can be exported into Excel that avoids any unnecessary printing.

Strategy 2.      Explore options to increase functionality of LRS staff in the community by utilizing new technologies and complementary work processes.

Progress:        To facilitate efficiency in serving consumers virtually, and for greater capacity to conduct virtual meetings between LRS State Office and field offices, ZOOM accounts are enabled and updated frequently for all staff.  Webcams and headsets are also procured for staff to participate in a virtual setting.  In effort to move toward a paperless system, licenses for software have been purchased for staff to create forms that can be completed and signed electronically.  LRS initiated the purchasing process to procure the YesLMS learning platform.  This platform will house electronic training modules that are created by or tailored for LRS use and provide access to over 100 modules available through the VR Development Group that are specifically designed for Vocational Rehabilitation professionals.

Strategy 3.      Explore additional modules available as part of AWARE to increase efficiency.

Progress:        Additional attachment areas have been added into the online AWARE case management system.  LRS staff are now able to attach consumer documents to AWARE pages, including case notes, actual services, disability, educational goal, referral module, and vendor module.  General case attachments are also an option if a section does not have an area specifically for attachments.